seeing green

Houston real estate giant cracks down on carbon emissions

Hines, which opened its Texas Tower in 2021, is hoping to reach net-zero operational carbon by 2040. Image via Hines

Houston-based real estate giant Hines is on a mission to make its entire global portfolio free of carbon emissions.

Hines recently set a target of its 1,530 properties in 28 countries being net-zero operational carbon by 2040, including the 27.7 million square feet of space it owns or manages in the Houston area. Operational carbon refers to greenhouse gases produced by building operations.

The company says it will accomplish the net-zero goal by reducing emissions through renewable technology, and not by purchasing carbon offset credits.

Peter Epping, global head of ESG (environmental, social, and governance) at Hines, says that because the company has made its carbon-neutral plan public, “investors, developers, engineers, and building managers across our industry can use it to guide their own carbon-reduction efforts.”

Hines notes that the real estate sector emits nearly 40 percent of global carbon emissions related to energy. The World Building Council’s Net Zero Carbon Buildings Commitment calls for decarbonizing half of buildings by 2030 and all buildings by 2050.

“As the impact of climate change is becoming increasingly integrated into our lives every day, the real estate industry has a responsibility to acknowledge this growing problem and take meaningful action to reduce our collective carbon emissions,” Jeff Hines, chairman and co-CEO of Hines, says in a news release. “By seeking to achieve net-zero operational carbon without relying on offsets, Hines wants to raise the bar for sustainability and invest in a plan designed to achieve significant and tangible results.”

To achieve those results, Hines plans to:

  • Halting the use fossil fuels to power buildings in its $90.3 billion portfolio.
  • Reducing energy demand by improving building efficiencies.
  • Boosting reliance on renewable energy.
  • Using “circular systems” to reduce energy waste and enhance efficiency.
  • Promoting carbon capture.

A recent report from Houston-based law firm Vinson & Elkins underscores the economic benefits that the net-zero movement presents to commercial real estate players like Hines.

“Real estate increasingly attracts attention from sustainability-minded investors amid a wider push for ESG considerations in bond and loan markets. … Decarbonizing the real estate industry will likely require trillions of dollars of capital, but there is vast opportunity for environmentally friendly projects to access additional financing sources, often on favorable terms,” Caitlin Snelson, sustainable finance senior associate in the Houston office of Vinson & Elkins, says in a news release.

Beyond real estate, Hines’ net-zero campaign aligns with efforts to transform Houston into a net-zero industrial hub. A whitepaper published by Columbia University’s Center on Global Energy Policy declares that Houston is well-positioned to become a “best in class” net-zero hub.

According to the whitepaper, the hub “could serve as a magnet for new and emerging industries, innovators and entrepreneurs and investment in energy transition companies and resources. Failure to develop a hub could lead to loss of these benefits and opportunities.”

Consulting giant McKinsey & Co. points out that clean hydrogen is emerging as a vehicle to achieve net-zero status and says Houston could evolve into a global hub for clean hydrogen. A Houston hub that’s in place by 2050 could generate 180,000 jobs and an economic impact of $100 billion, according to McKinsey.

“With the right supportive policy frameworks, Texas could become the global leader in clean-hydrogen production, application, development, and exports with Houston at its core; the resulting thriving hydrogen community could push innovation and develop the necessary talent to conceive and deliver hydrogen projects,” McKinsey says.

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Building Houston

 
 

Gaurab Chakrabarti, the CEO and co-founder of Solugen, shared his entrepreneurial journey on the SXSW stage this year. Photo courtesy of the Greater Houston Partnership

At a fireside chat at SXSW, a Houston founder pulled back the curtain on his entrepreneurial journey that's taken him from an idea of how to make the chemicals industry more sustainable to a company valued at over $2 billion.

Gaurab Chakrabarti, the CEO and co-founder of Solugen, joined the Greater Houston Partnership's Houston House at SXSW on Monday, March 13, for a discussion entitled, "Building a Tech Unicorn." In the conversation with Payal Patel, principal of Softeq Ventures, he share the trials and tribulations from the early days of founding Solugen. The company, which has raised over $600 million since its founding in 2016, has an innovative and carbon negative process of creating plant-derived substitutes for petroleum-based products.

The event, which quickly reached capacity with eager SXSW attendees, allowed Chakrabarti to instill advice on several topics — from early customer acquisition and navigating VC investing to finding the right city to grow in and setting up a strong company culture.

Here are seven pieces of startup advice from Chakrabarti's talk.

1. Don’t be near a black hole.

Chakrabarti began his discussion addressing the good luck he's had standing up Solugen. He's the first to admit that luck is an important element to his success, but he says, as a founder, you can set yourself up for luck in a handful of ways.

“You do make your own luck, but you have to be putting in the work to do it," Chakrabarti says, adding that it's not an easy thing to accomplish. “There are things you can be doing to increase your luck surface area."

One of the principals he notes on is not surrounding yourself with black holes. These are people who don't believe in your idea, or your ability to succeed, Chakrabarti explains, referencing a former dean who said he was wasting his talent on his idea for Solugen.

2. The co-founder dynamic is the most important thing.

Early on, Chakrabarti emphasizes how important having a strong co-founder relationship is, crediting Solugen's co-founder and CTO Sean Hunt for being his "intellectual ping-pong partner."

“If you have a co-founder, that is the thing that’s going to make or break your company,” he says. “It’s not your idea, and it’s not your execution — it’s your relationship with your co-founder.”

Hunt and Chakrabarti have been friends for 12 years, Chakrabarti says, and, that foundation and the fact that they've been passionate about their product since day one, has been integral for Solugen's success.

"We had a conviction that we were building something that could be impactful to the rest of the world," he says.

3. Confirm a market of customers early on.

Chakrabarti says that in the early days of starting his company, he didn't have a concept of startup accelerators or other ways to access funding — he just knew he had to get customers to create revenue as soon as possible.

He learned about the growing float spa industry, and how a huge cost for these businesses was peroxide that was used to sanitize the water in the floating pods. Chakrabarti and Hunt had created a small amount of what they were calling bioperoxide that they could sell at a cheaper cost to these spas and still pocket a profit.

“We ended up owning 80 percent of the float spa market,” Chakrabarti says. “That taught us that, ‘wow, there’s something here.”

While it was unglamourous work to call down Texas float spas, his efforts secured Solugen's first 100 or so customers and identified a path to profitability early on.

“Find your niche market that allows you to justify that your technology or product that has a customer basis,” Chakrabarti says on the lesson he learned through this process.

4. Find city-company fit.

While Chakrabarti has lived in Houston most of his life, the reason Solugen is headquartered in Houston is not due to loyalty of his hometown.

In fact, Chakrabarti shared a story of how a potential seed investor asked Chakrabarti and Hunt to move their company to the Bay Area, and the co-founders refused the offer and the investment.

“There’s no way our business could succeed in the Bay Area," Chakrabarti says. He and Hunt firmly believed this at the time — and still do.

“For our business, if you look at the density of chemical engineers, the density of our potential customers, and the density of people who know how to do enzyme engineering, Houston happened to be that perfect trifecta for us," he explains.

He argues that every company — software, hardware, etc. — has an opportunity to find their ideal city-company fit, something that's important to its success.

5. Prove your ability to execute.

When asked about pivots, Chakrabarti told a little-known story of how Solugen started a commercial cleaning brand. The product line was called Ode to Clean, and it was marketed as eco-friendly peroxide wipes. At the time, Solugen was just three employees, and the scrappy team was fulfilling orders and figuring out consumer marketing for the first time.

He says his network was laughing at the idea of Chakrabarti creating this direct-to-consumer cleaning product, and it was funny to him too, but the sales told another story.

At launch, they sold out $1 million of inventory in one week. But that wasn't it.

“Within three months, we got three acquisition offers," Chakrabarti says.

The move led to a brand acquisition of the product line, with the acquirer being the nation's largest cleaning wipe provider. It meant three years of predictable revenue that de-risked the business for new investors — which were now knocking on Solugen's door with their own investment term sheets.

“It told the market more about us as a company,” he says. “It taught the market that Solugen is a company that is going to survive no matter what. … And we’re a team that can execute.”

What started as a silly idea led to Solugen being one step closer to accomplishing its long-term goals.

“That pivot was one of the most important pivots in the company’s history that accelerated our company’s trajectory by four or five years," Chakrabarti says.

6. Adopt and maintain a miso-management style.

There's one lesson Chakrabarti says he learned the hard way, and that was how to manage his company's growing team. He shares that he "let go of the reins a bit" at the company's $400-$500 million point. He says that, while there's this idea that successful business leaders can hire the best talent that allows them to step back from the day-to-day responsibilities, that was not the right move for him.

“Only founders really understand the pain points of the business," Chakrabarti says. "Because it’s emotionally tied to you, you actually feel it."

Rather than a micro or macro-management style, Chakrabarti's describes his leadership as meso-management — something in between.

The only difference, Chakrabarti says, is how he manages his board. For that group, he micromanages to ensure that they are doing what's best for his vision for Solugen.

7. Your culture should be polarizing.

Chakrabarti wrapped up his story on talking about hiring and setting up a company culture for Solugen. The company's atmosphere is not for everyone, he explains.

“If you’re not polarizing some people, it’s not a culture,” Chakrabarti says, encouraging founders to create a culture that's not one size fits all.

He says he was attracted to early employees who got mad at the same things he did — that passion is what makes his team different from others.

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